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This study aims to explore the impact of psychosocial entitlement on workplace deviance, particularly in contexts marked by increased job autonomy. Additionally, this study delves into the organizational factors, including perceived support and justice, which play a crucial role in this dynamic.

Applying social exchange theory (SET), this study contends that fostering a fair and supportive workplace can deter entitled employees from workplace deviance. This study used time-lagged, multi-source data to analyse the interplay between psychological entitlement and workplace deviance in the presence of job autonomy and to assess the influence of perceived organizational justice and support. This study’s analysis uses SmartPLS for partial least square-structural equation modelling.

The study’s results indicate an elevated sense of entitlement among employees working autonomously and a heightened propensity for deviant behaviour when psychological entitlement increases. Yet, the data revealed moderating effects of perceived organizational support on the relationship between psychological entitlement and workplace deviance. A post hoc analysis found full mediation effects by psychological entitlement on the relationship between perceived organizational justice and workplace deviance.

To enhance organizational dynamics, management should prioritize promoting employee perceptions of organizational justice and support through impartial human resource policies, consistent policy implementation, initiatives such as virtual learning, improved mental health benefits and measurement tools for feedback on justice and support measures.

An essential theoretical contribution of this research resides in its extension beyond the conventional application of SET, traditionally associated with reciprocity in the workplace. This study showcases its effectiveness in elucidating the impact of psychosocial factors on reciprocity in organizational dynamics.

The deviant behavior (DB) of construction workers has always been a troubling event in project management. Although scholars continue to search for the main causes of this behavior to curb it at the source, the authors know less about the role and contribution of the team. This study aims to uncover the mechanisms and conditions under which collective moral judgment focus on self (CMJS) effectively enhances DB.

Adopting Chinese construction enterprises as samples, a hierarchical linear model (HLM) is used to test the results of the hypothesis. Moderated mediating effects are used to analyze the potential mechanisms and boundary conditions of DB.

The results of the HLM analysis show that CMJS could directly and significantly induce DB, and moral disengagement (MD) plays a mediator role in this association. In addition, the positive relationship between MD and DB is stronger when performance-avoidance goal orientation (PaGO) or overqualification (Overq) is higher.

The conditions and mechanisms that influence DB are not unique. Future study could examine the explanatory and weighting mechanisms of DB from other perspectives or to construct a framework and summarize the factors that may influence DB.

This study provides a rich theoretical basis for the prevention and correction of construction workers' DB in Chinese construction firms from the perspective of CMJS. In addition, objective moral judgments contribute to guiding employees' moral cognitive processes and positive work.

This study extends existing research on DB and advances the practical outcomes of construction project governance. It not only illustrates that CMJS has a direct impact on DB but also clarifies the mechanisms and conditions that predispose to the generation of DB, filling the research gap on construction workers' DB from cross-level mechanisms and also enriching the theoretical system for preventing this behavior.

This study examines the impact of interpersonal conflict on workplace aggression. Moreover, the moderating role in the association between interpersonal conflict and workplace aggression has been examined.

The research is grounded on the cognitive appraisal theory, which posits that interpersonal conflict contributes to aggression in the workplace. A sample of n = 250 employees from the steel industry in India was selected in two waves. The authors utilized Hayes' PROCESS macro v4.1 for path analysis.

The research reveals that interpersonal conflict is positively and significantly related to workplace aggression. Moreover, organizational climate is negatively associated with workplace aggression. The moderation analysis has revealed that organizational climate negatively moderates the relationship between interpersonal conflict and workplace aggression.

This study suggests that recognizing the significance of the organizational climate, companies can proactively curtail the progression of disputes into hostile behaviors. Nurturing a positive workplace climate becomes paramount, as it acts as a buffer against conflict escalation. Educating both staff and managers about the diverse forms of aggression and implementing appropriate protocols to address such behaviors are crucial steps toward fostering a positive climate.

This study provides new insights into the existing literature on workplace aggression, interpersonal conflict and organizational climate for future research.

The purpose of this study is to understand the impact that Corporate Social Responsibility (CSR) practices have on the perceived attractiveness of companies in the eyes of their employees and potential candidates. Moreover, this study assesses the mediation role that Extrinsic (EA) and Intrinsic Attributions (IA) about Corporate Volunteering (CV) have on this relationship.

Three hundred and five responses were collected in an online questionnaire and a Structural Equation Modelling model was designed to explain the proposed relationships of the variables under study.

The authors found that the IA that employees/candidates make about CV programs have a direct and positive impact on the company’s attractiveness; it was not possible to conclude the same about EA.

Unlike studies already existing in the area of corporate attractiveness that focus on the perspective of companies and customers, with a high focus on the organizational implementation of CSR and organizational benefits, this study has adopted a different perspective that focuses on the opinion of company employees, as well as the perspective of possible candidates. By not limiting participation to anyone, it covers a wide range of participants, allowing a broader knowledge of the labor market.

本研究的目的是理解“公司社会责任实践项目”(CSR)对员工及潜在员工构成的公司吸引力的影响。其次, 本研究评估“公司志愿服务”(CV)外在归因(EA)与内在归因(IA)在此关系上的中介作用。

线上问卷收集了305份回复, 并设计了一个结构方程模型来解释研究中变量之间的所设想的关系。

我们发现员工或潜在员工对公司志愿服务项目的内在归因对公司吸引力有直接、积极的影响; 外在归因则不可能。

与之前在公司吸引力领域已经存在的研究不同, 之前的研究专注于公司和顾客的角度, 尤其关注“公司社会责任实践项目”的组织实施和组织效益。本研究采用了一个不同的角度, 聚焦于公司员工以及未来的员工的看法。本研究不限制任何人的参与, 覆盖了大范围的参与者, 因此有助于对劳动力市场更广泛的了解。

Grounded on the conservation of resources (COR) theory, this study examines the relationship between tyrannical leadership and knowledge hiding. Additionally, this study aims to investigate the mediating role of psychological distress and the moderating role of psychological safety.

Data was gathered from 435 employees in the corporate sector in China. The study used the partial least squares structural equation modelling approach to assess the proposed connections and analysed the data collected with the help of SmartPLS 4 software.

In the study, it was found that there is a positive relationship between tyrannical leadership and knowledge hiding, and this association is mediated by psychological distress. Additionally, the results asserted that the positive effect of tyrannical leadership on knowledge hiding through psychological distress is less pronounced when there is a greater degree of psychological safety.

Leaders should avoid being tyrannical and adopt a supportive leadership style. They should be aware of the effects of their behaviour on employee well-being, provide resources to help employees cope with distress and foster a culture of psychological safety. This approach promotes knowledge sharing, innovation and employee well-being within the organisation.

This study contributes to the existing literature by investigating a new factor that influences knowledge hiding: tyrannical leadership. Furthermore, it explains that employees who experience tyrannical leadership are more prone to psychological distress, such as anxiety and fear, and are likelier to engage in knowledge-hiding behaviours. Finally, the study identifies psychological safety as a factor that can mitigate the negative effects of tyrannical leadership on knowledge hiding.